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Value chain GHG emission reductions

Supporting the reduction of greenhouse gas emissions in our value chain is a key component of our climate change strategy, targets and goals.

BHP Ventures in the value chain

We seek to address Scope 3 emissions (GHG emissions in our value chain) by focusing on how we invest, partner and influence to support GHG emission reductions in our value chain. 

We have medium-term goals and a long-term goal and targets to support the reduction of Scope 3 GHG emissions and GHG emissions intensity in our value chain. View our targets and goals here


Our latest disclosures and performance data 

Our most recent climate-related disclosures and performance data can be found in our Annual Report 2023, Operating and Financial Review 6.12 - Climate change and the BHP ESG Standards and Databook 2023

We also publish our methodology for calculating GHG emissions and progress against our GHG emission reduction targets and goals in our Scopes 1, 2 and 3 GHG Emissions Calculation Methodology


BHP is supporting the industry and our customers to develop solutions to reduce GHG emission intensity from steelmaking through a mix of research, customer partnerships, and industry advocacy. 

Our collaboration partnerships in the steel sector (described in the following table) reflect the multiple paths being explored to reach and our initial steps towards a potential ‘green end state’. This is the label we give to the stage in our steel decarbonisation framework where widespread ‘near zero emission steel’ production could be achievable (as per the ResponsibleSteel International Standard 2.0 Performance Level 4 threshold). 

Steel sector


More information on the potential primary steelmaking technology pathways for our Pilbara ores is available at Pathways to decarbonisation episode seven: the electric smelting furnace


We are one of the largest dry bulk charterers in the world and aim to use our chartering size and scale to increase the speed of the shipping industry’s progress towards decarbonisation. We seek to influence the supply chain and broader market by creating demand for lower and zero GHG emission fuels and energy efficient technologies in shipping. 

Vessel propulsion is still primarily powered by the combustion of fuel oil. The long distances travelled, need for suitable port infrastructure, long life of vessels, safety concerns and nascent alternative fuel options contribute to making this a hard-to-abate sector. As a large shipping customer we play a number of important roles including to:  

  • help create demand for lower and zero GHG emissions fuels, such as ammonia, which assists to accelerate the adoption of technologies once proven and provide suppliers confidence to make investment decisions  
  • partner to bring new vessel propulsion technologies (e.g. wind assisted propulsion) to maturity to reduce or eliminate the use of bunker fuel  
  • advocate for industry regulations to increase the speed and scale of shipping decarbonisation  
  • use real-time data analytics to optimise vessel and route selection to improve efficiency 
norsehorse ship at sea with rotor

BHP, Pan Pacific Copper and Norsepower partner to harness the power of wind-assisted propulsion

BHP has partnered with Pan Pacific Copper (PPC) – a member of JX Nippon Mining & Metals group, and Norsepower – the leading global provider of auxiliary wind propulsion systems, to reduce greenhouse gas (GHG) emissions from maritime transportation between BHP’s mines in Chile and PPC’s smelters in Japan. 


Each year we spend billions of dollars on goods and services from thousands of suppliers. We are prioritising our engagement with our top 500 suppliers by spend to influence them to set their own targets and goals for GHG emissions reduction. 

BHP’s opportunity to seek to influence our suppliers to set decarbonisation targets and goals is broad: from the types of goods and services we procure, to the way we assess tenders and how we set and evaluate performance expectations. Over the long-term we intend to continue to engage with and seek to influence our suppliers to set goals and targets that align with BHP’s long-term target. Once suppliers are aligned, we consider them best placed to operationally manage achievement of their own goals and targets and BHP intends to monitor their progress. We seek to enhance our contracting arrangements with suppliers to meet this aim.